Ride along with Mark and learn about the danger of applying short term solutions to long term problems.
According to Karen Teitelbaum, President and CEO of Sinai Health System, “all hospitals are looking at how to transform care delivery and responsibly allocate resources to address changing patient needs.”
Ride along while Mark discusses bloated hospital administrative bureaucracy and warns against adopting similar structures at physician-owned surgery centers, imaging facilities and other outpatient ventures.
Here’s the point: You negotiated for some arrangement. It could be an agreement with a payor. It could be an agreement with a facility. It could be an agreement with almost anyone. And then six months or a year later, someone, whether it’s your original deal partner or a third party, approaches you with another agreement.
This could be as simple as a request for an amendment to the original deal. Or it could be as seemingly disconnected as being approached by a third party who proposes some other deal to you.
You have to ask yourself how entering into a seemingly benign amendment or how entering into a seemingly benign other arrangement, even with a third party, will impact that first deal. Which, of course, begs the question of whether you know of, and can quickly access, all of your existing agreements.
Many times, especially with the complexities of healthcare dealings and the complexities of healthcare compliance, “other” deals have a tremendous impact on your initial arrangement. You can’t look at them as stand-alone.
If you’re not careful, you can screw up years of planning. You can screw up the terms of an agreement. You can find yourself bound to terms that you had no idea you were agreeing to be bound to.
Catalog all of your agreements. Consider each new deal or arrangement in light of your existing ones as a matter of standard operating procedure.
Remember, it’s not just the (new) deal that you’re making, it’s how that deal might change, or moot, or breach what’s already in place.
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Mark F. Weiss
Ride along with Mark while he discusses why "the timing is never right" simply means that you should get started now. After all, the timing will never be right.
Sit back while Mark discusses the fact that you need to be careful that you aren't creating problems with a current deal by entering into what appears to be a benign amendment or even a simple deal with a third party.
Ride along with Mark as he discusses why physicians and medical groups must play the long game in terms of strategy.
Over the past few years, 83 rural hospitals have closed. Mark discusses why, although each disrupted employees and the physicians on staff, hospital closures present opportunity for entrepreneurial physicians.